City Council Planning Sessions

MEMORANDUM TO: Record FROM: Susan Bishel, Public Relations Coordinator SUBJECT: June 22, 2015 City Council Planning Session Minutes DATE: June 23, 2015 CC: Mayor and City Council, City Manager, City Clerk, Department Heads The Planning Session took place in the Council Chambers, Wheaton City Hall, 303 W. Wesley St., Wheaton, Illinois. Those attending the Planning Session included: Mayor Gresk, Councilwoman Fitch, Councilman Rutledge, Councilman Saline, Councilman Scalzo and Councilman Suess. Councilman Prendiville was absent. Also in attendance were City Manager Rose, Assistant City Manager Dzugan and Public Relations Coordinator Bishel. The session began at 7:00 p.m. and concluded at 8:16 p.m. The following items were discussed: I. Call to Order The Wheaton City Council Planning Session was called to order at 7:00 p.m. by Mayor Gresk. II. Approval of May 26, 2015 Planning Session Minutes The Council approved the May 26, 2015 Planning Session Minutes. III. Strategic Goals City Manager Rose stated the City Council’s Strategic Priorities were developed in 2011. He stated Assistant City Manager Dzugan would present an update on City staff’s progress toward the Key Performance Indicators for each goal, and City Manager Rose stated he would like the Council’s input on whether they would like to alter the goals or develop new goals for the City moving forward. Assistant City Manager Dzugan stated City staff completed Key Performance Indicator 1A, which related to having operating reserves equal to 40% of operating expenditures in the General Fund by April 30, 2015. For Key Performance Indicator 1B, Assistant City Manager Dzugan reviewed the 5-year fiscal forecast, which showed a 2.4% increase in operating costs. This was slightly higher than the goal of 2%, however the budgets approved to date have been at the 2% goal. Key Performance Indicator 1C, which called for the City developing a plan for modifying revenues and expenditures in case state shared revenues are reduced by 20% or greater in a given fiscal year, has been completed. In regard to the Strategic Priority of quality infrastructure, Assistant City Manager Dzugan reviewed the progress made toward developing a citywide program to reduce sanitary sewer backups and overflows, Key Performance Indicator 2A. He stated this is an ongoing project, with notable work taking place in the past 90 days. This includes the conclusion of a first pilot program and a recommended second pilot program for reducing backups and overflows. For Key Performance Indicator 2B, achieving customer satisfaction ratings with community infrastructure of 90% or greater, Assistant City Manager Dzugan stated while in general the City had outstanding scores compared to national averages in the community survey, stormwater control and maintenance of streets and sidewalks were a couple areas where the City scored lower. In response to Council questions, Assistant City Manager Dzugan stated the 90% goal may not have been realistic, as the national average is approximately 50% satisfaction. He stated moving forward, City staff would like to see a better defined measurement of satisfaction. Key Performance Indicator 2C, ensuring 25% of existing storm water storage areas and earthen based drainage systems operate at their designed specifications by April 2017, is an area where City staff has been spending a lot of time. Assistant City Manager Dzugan stated in addition to the Briarcliffe Lakes report, the City also documented four private basins. Next steps include finalizing a contract for engineering services to study downstream impacts to Windsor Channel and/or Rice Lake. Council members expressed interest in the City devoting additional resources to look at earthen-based drainage systems to ensure that they are working. Assistant City Manager Dzugan stated that for the Key Performance Indicator 2D, to achieve a pavement condition in the “good” category for all streets by April 30, 2017, the City has made significant progress. The purchase of new paving equipment has enabled Public Works crews to take on more paving, and they will also be trying a new pavement treatment to see how well it extends the life of pavement. In regard to Key Performance Indicator 2E, maintaining the existing sidewalk system with no “high” deficiencies,” Assistant City Manager Dzugan stated next year’s program will complete the quadrant cycle, so that all areas of the City will have been addressed once. He anticipates the City will then begin the process over again with the first quadrant. In response to Council questions, City Manager Rose stated the City does not currently have a program for adding new sidewalks near schools, but there is a shared-cost program for residents who are interested in adding sidewalks. Assistant City Manager Dzugan stated Key Performance Indicator 3A, which relates to achieving $75,000 in savings in operating efficiency improvements, has been completed. Among the savings realized were through the purchase of a larger milling machine in Public Works, which saves significantly on labor, reorganization in the Fire Department, and a wireless system to replace alarm circuit lines in the Water Division. For Key Performance Indicator 3B, achieving customer satisfaction at or above 90% for programs and services, Assistant City Manager Dzugan stated the City scored 27% above the 6/22/15 Planning Session 2 national average in the community survey. What remains to be done is an analysis of the importance-satisfaction rating in the survey and creating some targeted solutions to raise scores in a few areas where the City received lower ratings. Assistant City Manager Dzugan stated for Key Performance Indicator 3C, improving productivity by at least 5% for one large and one small service delivery, the small service delivery is an automated approach for JUILIE notification, and the large service delivery is snow route optimization. The Council received a summary of the snow route optimization performed by an outside company. The report showed the City was generally doing a good job in terms of snow route efficiency, but it found modifications that can decrease mileage by 8% and savings of approximately $16,000 to $18,000 per year. In response to Council questions, Assistant City Manager Dzugan stated the report did not suggest the City needed more trucks out on snow routes. The system is broken down into 12 routes that are plowed simultaneously, addressing main thoroughfares first. Assistant City Manager Dzugan stated City staff would get more information to the Council regarding how cul- de-sacs are factored into the snow routes. Key Performance Indicator 3D related to providing an understanding of overland flooding. Assistant City Manager Dzugan stated the City collected data on more than 52% of estimated structures in identified flood-prone areas, which exceeded the plan’s goal. The City continues to move forward with individual drainage reviews, and a consultant will be performing the Briarcliffe Lakes data collection. The City will also be seeking grant funding opportunities related to these projects. In response to Council questions, Assistant City Manager Dzugan stated the City has not done much in terms of a stormwater public information campaign but has identified this as an opportunity to educate residents. Assistant City Manager Dzugan stated for Key Performance Indicator 4A, reducing retail vacancies by 15% from 2011 through April 30, 2015, the City has struggled with establishing a database of all retail that is occupied and not occupied due to a lack of resources to collect this data. He stated while some communities gain this information through a required business licensing process, the City does not have this requirement. Council members questioned whether this measurement was appropriate and whether the City had any control over its outcome. Assistant City Manager Dzugan stated the City had far surpassed the goal set by Key Performance Indicator 4B, which was an increase in net property value from new investment of at least $2.5 million from Jan. 1, 2012 to April 30, 2015. The City saw an increase of $58 million in that time frame. In response to Council questions, Assistant City Manager Dzugan clarified this was just including commercial investment, not apartments or housing. 6/22/15 Planning Session 3 Assistant City Manager Dzugan stated Key Performance Indicator 4C, which relates to creating a strategic plan for downtown, is done. The City is now looking at options for implementing portions of the plan. For the final Key Performance Indicator, 4D, which related to having a citywide strategic plan completed, Assistant City Manager Dzugan stated the City continues working with Gruen Gruen Associates on this process. City Manager Rose inquired how the Council would like to proceed in either modifying the existing strategic goals or creating new ones. He suggested that the economic development goals and efficient/effective services Key Performance Indicators should be modified at the very least. If the City Council wants to draft new strategic goals, the City Manager suggested that it might be helpful to have City staff review the Key Performance Indicators and provide some input. The Council expressed interest in having an outside facilitator help them modify their current goals and determine which goals are still appropriate. IV. Public Comment There were no public comments. V. City Council/Staff Comments There were no City Council/Staff comments. VI. Closed Session – Land Acquisition (5 ILCS 120/2(c)(3)) Councilman Rutledge moved and Councilman Suess seconded that the Wheaton City Council adjourn to closed session at 8:00 p.m. for the purpose of discussing Land Acquisition (5 ILCS 120/2(c)(3)). Roll Call Vote: Ayes: Councilman Rutledge Mayor Gresk Councilman Saline Councilman Scalzo Councilman Suess Councilwoman Fitch Nays: None Absent: Councilman Prendiville Motion Carried Unanimously The City Council returned to the open portion of their meeting at 8:15 p.m. 6/22/15 Planning Session 4 VII. Adjournment The meeting was adjourned at 8:16 p.m. 6/22/15 Planning Session 5